2. Operations

4. Stock Having stocks enables: - Goods to be available for production Delivery to customers Shows the goods available for production Enables customer demands to be met Allows discounts to be given for bulk buying

5. BM Unit 2 - L05Mrs Buchanan Types of Stock Raw Materials, Components, Etc. Work in Progress (unfinished work) Finished Goods

6. BM Unit 2 - L055 The Importance of Stock Control “Out of Stock” – Production has to stop = lost wages = low morale = low production – lost sales = less revenue = less profit – poor reputation = less customers = less revenue = less profit

7. Excess stock High storage costs High Maintenance costs High security costs High Insurance costs Lighting and handling costs Large space being utilised Money tied up in stock = less money to spend on other business items Stock may become damaged = spoilage Stock may become obsolete = reduced selling price = less profits Theft by employees The Importance of Stock Control

8. BM Unit 2 - L057 Factors Influencing Stock Levels The level of demand Unpredictability of demand Degree of spoilage/perishability Rental costs for storage Bulk-buying discounts Reliability of suppliers Competition - luxury/necessity

9. BM Unit 2 - L058 Elements of Stock Control Maximum stock levels (economic level) Maximum stock levels (economic level) Minimum stock levels Minimum stock levels Rate of consumption Rate of consumption Lead time - ordering to receipt Lead time - ordering to receipt Re-order level Re-order level

10. Maximum Stock Level (economic level) This is the level of appropriate stock which should be held for the organisation to minimise costs. When setting this level a business should take into account – Storage Space Available – Stock Security Measures – Cost of Storage Facilities – Finance to be tied up in stock

11. Minimum Stock Level A minimum stock level is the level that stock must not fall below as shortages in raw materials may result in reduced output. When setting this level a business should take into account – Ordering times – Delivery times

12. Re-Order Level This is the point at which new stocks should be ordered. As items are taken from stock, the amount left for use reduces and at some point new stock has to be ordered. This is calculated by considering average daily usage and the time taken to receive new supplies – THE LEAD TIME.

13. Re-Order Quantity Once the re-order level is reached, a standard quantity is automatically requested. On receipt of the delivery, the maximum stock level should be achieved.

14. Effective Stock Control Stock Level Time 100 400 300 200 1432756 Weeks Minimum Stock Level Re-Order Level Maximum Stock Level Re-Order Quantity Re-Order Time Delivery Time

15. Control of Stock Usually store person or stock controller’s responsibility to avoid – Theft – Waste – Shortage They should ensure that stock is – Monitored – Controlled – Recorded

16. Control of Stock Control is ensured through the following procedures – Stock can only be issued after receiving a stock requisition – Stock levels are recorded manually on stock record cards Electronically on a database

17. 1435 500 Manual Stock Control

18. Electronic Stock Control Relational Database System Interlinked between departments Quick reporting Easily accessible Can be linked to supplier or customer Can be linked to scanner for bar-coding Highlights slow sellers and best sellers Can be very expensive to set up

19. Storage of Stock Supplies of stocks can be held in one central storage area (Centralised) or be located in different areas in which they are used (decentralised).

20. Advantages of centralised stock storage Improved security from loss or theft as it tends to be carefully controlled by specialist staff Specialist staff maintain stocks by following agreed procedures for its control – only issued when ‘authorised’. Central stock of components or materials may cost less to hold than many small ‘on-site’ supplies. Improved efficiency in stock handling and management.

21. Advantages of decentralised stock storage Stock is always ‘at hand’ when required. Orders of new stock reflect actual production usage or sales levels. Speedier turnover of a small quantity of stock reduces the likelihood of its deterioration or decay.

22. Just In Time (JIT) Just in time Production Japanese approach to production that involved keeping the stock levels (and costs!!) to a minimum. Stocks arrive just in time to be used in production. Goods are not produced unless the firm has an order from a customer. The success of JIT depends on: reliable suppliers Good quality control procedures Access to a supply of skilled workers

23. BM Unit 2 - L0522 Just-in-time Advantages Stock exactly matches production Improves cash flow (less tied up) Savings on purchase and storage costs Less stock wastage Production delays prevented Can respond to changes in demand Close ties with suppliers established

24. BM Unit 2 - L0523 High dependency on suppliers to meet delivery and quality standards Suppliers must be willing to participate (can be high-risk - ‘all the eggs in one basket’ - M&S suppliers) Increase in order processing costs Danged of lost sales Less time for quality control on arrival of materials Increased ordering and administration costs May lose bulk-buying discounts Increase in suppliers’ transport costs Increased chance of transport failures Increased volume of traffic on road Just-in-time Disadvantages

25. Kanban Japanese system. – Uses markers (flags or lights) to order movement of stocks between different stages of production. – Flag up Stock item should be re-ordered – Markers Used to tell the stockroom to take a part to the production line destination Can also be used to tell employees to – begin production – Add output to stock